Canadian Government Executive - Volume 24 - Issue 04

MIDDLE MANAGEMENT Table 1 change by capitalizing on the increased credibility from generating short-term wins. New ways of restructuring organi- zations, reengineering processes, or re- newing talent must align with the vision. For example, a senior manager’s de- parture may signal an opportunity to do things differently. The position can be left vacant, subject to review. The func- tional areas affected report temporarily to a higher executive. This can help test and formalize a new cross-functional ap- proach to teamwork. Leaders also need to know why existing arrangements do not work before launch- ing more changes. Redesigned processes rely upon systems that model equilibrium between autonomy and accountability. Process simplification seeks to continu- ously improve activities by adding value at each step. Another example is hiring, promoting, and developing people to implement the organization’s new vision. Leaders select managers and staff to champion the con- tinuing changes. They must also enable additional opportunities for short-term wins that build their confidence. Living leadership The Canada School of Public Service sub- mits that, “Leadership is a process that is observable, which can be described and learned. It is primarily an influence pro- cess, centred on building relationships, generating possibilities, creating oppor- tunities, and remaining in action. It is exercised within the- context of our com- mitments and supports us in bringing out the best in ourselves and others so that we can implement a vision and achieve results.” The differences between management and leadership are sometimes subtle and need to be understood for organizational success. Managers plan, budget, organize, staff, problem-solve, measure, and get results. They promote the organization’s capacity by doing what it knows how to do. Leaders envision, strategize, motivate, inspire, and grasp the future. They exploit competencies by mobilizing people to achieve astonishing results (see Table 1). Dr. John Kotter maintains: “Manage- ment makes a system work. It helps you to do what you know how to do. Leadership builds systems or transforms old ones.” According to Kotter, there are four orga- nizational scenarios in the management/ leadership matrix: 1. High Management / High Leadership – well run and innovative, adaptive, and energetic; 2. High Management / Low Leadership – well run but bureaucratic and un- able to change quickly; 3. Low Management / High Leadership – innovative, adaptive, and energetic – but chaotic; and 4. Low Management / Low Leadership – doomed. Managers who lead from the middle out know where their organization belongs in the matrix. They also know whether their team or department falls under a different scenario. They understand the reasons for the difference and how to manage change differently to leverage progressive results. In Beyond Bureaucracy, Warren Ben- nis asserts that managers do things right, while leaders do the right things. Middle managers as leaders establish purpose and direction, mobilize resources, and inspire commitment and high performance. Good governance remains the core challenge to which leadership must respond if organi- zational development is to flourish. J ohn W ilkins is Executive in Residence: Public Management at York University. He was a career public servant and diplomat. (jwilkins@schulich.yorku.ca ) July/August 2018 // Canadian Government Executive / 43 MANAGERS versus LEADERS Focuses on efficiency Focuses on outcomes Focuses on progress Sets mission and vision Maintains short-term horizon Maintains longer view Adopts goals passively Shapes events Combines resources to achieve goals Solves problems creaƟvely Interacts on a task basis Relates intuiƟvely and empatheƟcally Works within the system Works separately and outside system Organizations that balance change management with change leadership know this accelerates progress. They interrogate how management and leadership are different and critical to success, how to counterweight tendencies to over-manage, where opportunities for people to behave more like leaders are found, and what specifically could change.